Close
Toward achieving our purpose through the value creation cycle
This diagram illustrates the Bank’s value creation cycle: it leverages the management capital (inputs) cultivated over the 100-year history in its business activities; translates the results into value provided to stakeholders (outputs); and, in turn, further strengthens its management capital. Through this cycle of value creation, the Bank advances toward the realization of its Purpose.
Each link opens the relevant page of Integrated Report 2026 (PDF) in a new tab.
1 Milestones in the Bank’s 100-Year History ― Our History For approximately 100 years, the Bank has continued to support those engaged in the agriculture, fishery, and forestry (AFF) industries alongside cooperative organizations, continually transforming itself in step with changing times and business environments.
Our History
2 Input ― Management Capital Cultivated Through Our History (Our Strengths) Throughout its 100-year history alongside cooperative organizations, the Bank has cultivated the following six categories of management capital :
Natural capital
Social and relationship capital
Manufactured capital
Financial capital
Intellectual capital
Human capital
The Bank regards these forms of management capital as its strengths and leverages them in its business activities, aiming to achieve its Purpose by creating value for stakeholders and society.
Management Capital
Cycle1 in the Diagram
Development of Business Activities Leveraging Our Strengths (Input → Business Activities)
3 Business Activities ― Our Business Domains
To achieve its Purpose now and into the future, the Bank focuses on three core business domains: Food and Agriculture Business, Retail Business, and Investment Business. Corporate & Shared Services provides the foundation for these businesses, supporting them while addressing new challenges.
As the foundation for its business activities, the Bank has established the following five Shared Values—values to be cherished by all officers and employees :
Glocal
Professionalism
Teamwork
Tackling Challenging Tasks
Growth-Oriented
Our Business Domains
4 Business Activities ― Medium-Term Vision (Business Strategies) Under its Medium-Term Vision, covering FY2024 through FY2030, the Bank has defined the following five components of its “Vision for 2030” :
Create impact for the global environment, society, and economy
Support sustainable development of the AFF industries and local communities
Create value for cooperative members and users through optimal integration of the digital and real
Ensure stable returns and play a role as the national level banking institution for the AFF cooperatives
Realize a flexible and resilient organization that continues to take on challenges of changes
The business environment surrounding the Norinchukin Group is expected to continue changing with increasing complexity and speed. Against this backdrop, the Bank believes that, for the Group as a whole to achieve its Purpose, it is essential not to seek to predict changes several years ahead with precision and formulate detailed plans, but rather to manage flexibly and agilely in response to shifts in the external environment while moving toward its Vision for 2030.
Medium-Term Vision
Cycle2 in the Diagram
Results Generated from Business Activities Lead to the Provision of Value to Stakeholders (Business Activities → Output)
5 Output ― Provision of Value to Our Stakeholders Building on the outputs generated through its business activities, the Bank aims to continue providing value through ongoing dialogue with its stakeholders.
Members (cooperative system, etc.)
Farmers, fishermen, and foresters
Local communities
Clients
Investors
Business partners
Governments and municipalities
Group employees
Provision of Value to Our Stakeholders
Cycle3 in the Diagram
Provision of Value to Stakeholders Further Strengthens Management Capital (Output → Input)
6 Materiality ― Important Issues to Achieve Our Purpose The Bank has identified the following five “Important Issues to Achieve Our Purpose (Materiality)” as priority themes, taking into account risks and opportunities, potential impacts, and stakeholder expectations :
Realizing a carbon-neutral society
Realizing a society living in harmony with nature
Strengthening the “earning power” of the AFF industries
Realizing a resilient food system
Achieving well-being at both local and international level
Through business activities aimed at realizing the Medium-Term Vision, the Bank is working to address the risks and opportunities associated with these important issues, create positive impacts, and reduce negative impacts, thereby generating outcomes in the form of value provided to society.
Important Issues to Achieve Our
7 Our Purpose The Bank has defined its Purpose as follows :
Our Purpose
